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Administration of coaches

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Administration of coaches

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Administration of coaches

  1. 1. ADMINISTRATION OF COACHES The days of taking just anybody and letting them coach the youth is rapidly disappearing. Sport club managers can no longer place the health and well-being of youth in the hands of well-intentioned volunteers who are not competent in coaching the children.
  2. 2. Recruitment of Coaches The most important element of a successful sport program is quality coaching, many other elements are necessary and important, but the coach makes or break the program. Recruiting coaches is a challenge for many sport clubs, and the challenge is getting these coaches to commit to your club. You need recruitment plan that identifies the number of coaches you will need for each sport in your club, the activities you will initiate to recruit coaches, the time of year that you would initiate each recruiting activity, and the cost associated with each.
  3. 3. Recruitment Plan The following steps can be followed to compile a recruitment plan: Step 1: Needs assessment Step 2: Compile a job design and description Step 3: Advertise Step 4: Compile recruiting plans
  4. 4. Recruitment Plan 1. Needs Assessment You need to determine how many coaches you need for the up- coming season for each sport program at your club. To do that you can compile your own coaching needs assessment form.
  5. 5. Recruitment Plan
  6. 6. Recruitment Plan If you administer more than one sport at the club you you’ll want to summarize your coaching needs for all sports
  7. 7. Recruitment Plan 2. Job design and job description Before you compile a job description you need to look at job design. The foundation of job design is skill variety, task identity, task significance, autonomy and job feedback. When a job is well designed, the employee is motivated based on feelings of meaningfulness, responsibility, and knowledge of the results of his efforts.
  8. 8. Job design and job description 1. Skill variety - refers to “the degree to which a job requires a variety of different activities in carrying out the work, involving the use of a number of different skills and talents of the person”. Variety may relate to the number of tools and controls an employee uses or to the change in work pace, physical location, or physical operation. A good example is a club manager who oversees both the sport and business sides of a club.
  9. 9. Job design and job description 2. Task identity - refers to “the degree to which a job requires completion of a whole and identifiable piece of work; that is doing a job from beginning to end with a visible outcome”. An example of high task identity is a sport scientist in your sport club who evaluates the fitness level of a client, prescribes a gym program for the client, and leads and supervises the exercise session. A sport club manager who oversees participants registration, schedules the facility and games, administer the coaches, and organize the year-end function also has high task identity.
  10. 10. 3. Task significance - refers to “the degree to which a piece of work is essential to the club achieving its mission and goals”. Every job should be designed so that the person in that job plays a part in achieving the mission and goals of the club. For example a club cannot achieve excellence unless the facility manager ensures the upkeep of the facility. Job design and job description
  11. 11. 4. Task autonomy - refers to “the degree of freedom and independence employees feel in relation to their work and the control they have over how and when they do the work”. For example the coach of a hockey team has considerable autonomy in recruitment of players, methods of training, and competitive strategies. In contrast the club’s secretary has less autonomy, because the tasks she needs to do, how she carries out those tasks, and when she does the tasks are specified for her. Job design and job description
  12. 12. 5. Task feedback - is “the degree to which carrying out the work activities provides the individual with direct and clear information about the effectiveness of his or her performance”. Club managers need to communicate performance standards to employees, supervise them to be sure they understand the standards, and evaluate them to let them know whether they have met the standards. Job design and job description
  13. 13. Elements of a coaching job description 1. Title -The title of a position should communicate the level and function of the position -Example head coach, assistant coach 2. Position description -Provide a brief description of the position without getting nto the position’s specific duties -Include the following: a. League within which the person will coach b. Age, sex, and skill level of players c. Number of players to be coached
  14. 14. 3. Activities and responsibilities -Describe all activities the coach is expected to perform -Example: -Finding a sponsor -Purchasing equipment -Meeting with parents -Conducting practices -Scheduling and supervising contests -Transporting athletes -Recordkeeping -Attending meetings Elements of a coaching job description
  15. 15. 4. Work schedule -The work schedule communicates the expected working hours -Most sport clubs entail evening and weekend hours, and should be documented like that 5. Qualifications - Describe the required experiences, and the level of education required for the position - Qualifications are related to the specific responsibilities that the coach will have to perform Elements of a coaching job description
  16. 16. 6. Benefits -Describe the tangible and intangible benefits to be obtained from serving as a coach -Example: - Compensation - Recognition associated with the position -Transport - Medical Elements of a coaching job description
  17. 17. 7. Supervisor -The job description should communicate to whom the coach will report and who will ultimately direct and evaluate the coach. -List the name and telephone number of the supervisor Elements of a coaching job description
  18. 18. Recruitment Plan 3. Advertise Now you know how many coaches you will need, what their duties will be, and the type of person you want to recruit. Next you need to let your community know of your needs by publicizing the availability of these positions.
  19. 19. When advertising you need to focus on the following: 1. The message » A clear statement of your need for coaches of certain sports at specified times of the year 2. Audience - Parents of participants, Students, Teachers, Local fitness clubs, Adults who participate in local sports 3. Medium - The medium is the means of delivering your message to your audience. - Possible mediums : Local newspapers, Newsletters, Web site, Printed brochures, Posters, Radio, Personal presentation
  20. 20. Recruitment Plan 4. Recruiting plans You are now ready to develop specific recruiting plans and can use the following ideas: - Contact individuals in any of your target audiences personally - Ask current coaches at your club if they know of someone who would like to coach at the club - Contact the University to recruit students from the sport science department - Contact teachers at the local schools - Speak to the parents of the participants and invite them to coach.
  21. 21. Selecting coaches It is your responsibility as manager to make sure that you select the most qualified coaches from numerous candidates for your club. To have a quality program you must be selective and be sure that those you choose meet the minimum qualifications. The selection of coaches entails a screening process.
  22. 22. Selecting coaches Screening process 1.Review the applicants’ application forms. 2.Briefly interview those candidates who meet the minimum qualifications. 3.Reference check 4.Short list 5.Final selection
  23. 23. Reward systems It is important for a club to develop a structured rewards system for its coaches. This system should offer both intrinsic and extrinsic rewards that meet the psychological, life, and financial needs of the coaches. 1. Intrinsic rewards -They are tied to the job design - Example: an assistant coach promoted to head coach of the team - New position has more responsibility and is more challenging
  24. 24. Reward systems 2. Extrinsic rewards -Can come in financial and nonfinancial forms -Financial include direct compensation, merit pay, and bonuses that are stipulated in a contract -Nonfinancial include social awards, office location, parking sport, car allowance etc.
  25. 25. ADMINISTRATION OF PARENTS In addition to meeting the needs of their athletes, coaches must meet the expectations of the clubs they represent. They must also engage with and answer to parents, who come with their own expectations and desire to be involved. Some parents want to be highly involved, others wish to be minimally involved, and a number can become overly involved. Given the central role of parents in a sport club, coaches and sport managers must be prepared to deal with parents on a regular basis and to respond to their needs. In this chapter we will discuss the development of a shared understanding with parents, parent responsibilities, responsibilities of the club towards the parents, and parent problems
  26. 26. Developing a shared understanding with parents A shared understanding is: “a multidimensional process that begins with self-reflection and ends with commitment to building relationships with parents that extend beyond the coaching context”
  27. 27. Developing a shared understanding with parents A club can develop a shared understanding with parents by means of the following ways: 1. Being transparent about the club’s philosophy 2. Engaging in appropriate and ongoing communication 3. Providing social opportunities
  28. 28. Parent and sport club managers’ responsibilities Parent responsibilities to the child Parents should: -find out what their children want from their sport and from them in respect to their sport participation -provide a supportive atmosphere conducive to their children’s participation -determine when their children are ready to begin playing sports -ensure that the conditions for playing are safe -protect their children form abusive coaches -help their children develop realistic expectations of their capabilities in sports - help their children interpret the experiences associated with competitive sports
  29. 29. Parent responsibilities to the club Parents should: - cooperate with the team’s coaches - inform the coaches of their child’s physical and mental condition whenever this condition may place the child at risk - make sure that their children behave during practices - provide the equipment the child needs to play the sport safely - behave appropriately as spectators - feel obliged to help conduct the sport in which their child participates Parent and sport club managers’ responsibilities
  30. 30. Sport club managers’ responsibilities to parents Sport club managers should: - provide excellent leadership - ensure a safe environment for participants and spectators - educate parents about their responsibilities to their children and to the club - communicate with parents about the specifics of the programs in the club Parent and sport club managers’ responsibilities
  31. 31. Parent Problems Just as some coaches as problem coaches, some parents are likely to be problem parents. In some clubs parents have become such detriments that sport club managers have banned them from competitions. Banning parents from observing their children’s games is a desperate last-resort solution and a sign that adults have lost perspective about the purpose of the child’s sports. The problems with parents should be classified as minor and major when considering to address them.
  32. 32. 1. Minor parent problems - parents getting in verbal arguments with coaches, officials, and other parents - parents coaching their children or other children from the sideline during a contest -parents yelling criticism to players or coaches of either team from the Parent Problems
  33. 33. Parent Problems How to handle minor parental problems - after the first incident or two the coach should meet the parent to explain that his behavior is not acceptable and describe clearly what behavior is expected - after the next incident, the coach should request that the club manager speak with the parent about the problem, conveying the same information as the coach did - if there is another incident the coach and manager should advise the parent that this is the last warning, and should submit a brief written report to the office - if the parent further misbehaves it will be recommended that the parent be banned from practices and games for the rest of the season.
  34. 34. Parent Problems Major parent problems - parents being repeatedly verbally abusive and disrupting the contest - any type of physical abuse - being out of control because of drinking alcohol or using other drugs - cheating on eligibility rules or by using illegal equipment
  35. 35. Parent Problems Handling major problem parents - all major problems should be reported to the club’s office in writing by the coach - if the parent’s behavior directly violates the clubs rules, the penalties as specified by your policies should be immediately enforced - if the problem is physical abuse, the severity of the behavior will determine your course of action, varying from calling the police to barring the parent from attending practices and games to meeting with the parent to discuss the problem
  36. 36. Parent Problems Parents are vital to the success of the programs at your club and as sport club manager you must have a plan for involving them constructively in your club.
  37. 37. Reference: Eksteen, Elriena & bookboon.com.2014. Sport Organization and Administration.1st ed.pp.55-72
  38. 38. Governance of Sports Elementary and Secondary Chapter 3, Section 9, Republic Act No.9155 Abolition of BPESS. All functions and activities of the Department of Education related to sports competition shall be transferred to the Philippine Sports Commission (PSC). The program for school sports and physical fitness shall remain part of the school curriculum.
  39. 39. -School Level -District Level -Municipal/Unit Level -Provincial Level -Regional Level -National Level (Palarong Pambansa) Governance of Sports Elementary and Secondary
  40. 40. -Selection -Parent Consent -Birth Certificate -Medical Certification -Training -Competition Governance of Sports Elementary and Secondary
  41. 41. -SCUAA -UAAP -NCAA -V-LEAGUE Governance of Sports in Collegiate Level
  42. 42. Reference: Websites 1. http://www.lawphil.net/statutes/repacts/ra2001/ra_9155_2001.html 2. http://www.web.psc.gov.ph/Budget%20Reports/Programs%20and%20Pr

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